Competencies of process managers
DOI:
https://doi.org/10.37886/Keywords:
competencies, personal traits, process approach, business process management, managementAbstract
Research Question (RQ): Effectiveness of managers differs in implementation of the process approach. Which competencies affect performance effectiveness of managers in the process approach?
Purpose: The aim of the research is to specify a set of competencies which affect performance effectiveness of managers in the process approach.
Method: The theoretical part examines the current state and terminology from the field of processes and competencies. The empirical part is based on a quantitative research. An online survey questionnaire was used for data collection. The survey was conducted among auditors of management systems worldwide.
Results: The research indicates that there are significant differences between influences of different competencies on performance effectiveness of managers in the process approach. The studied competencies are presented in an array from the most to the least influential.
Organization: The research directly affects the development of the HR function in organizations in practice. It enables an easier and more oriented personnel selection process and development of managers in the field of process performance.
Society: The research enables easier orientation in competencies development that can improve the social order as well as social responsibility and the environment indirectly.
Originality: The research originally offers a set of competencies that are relevant to process management.
Limitations/Future Research: The research is restricted to the population of auditors. Future studies could examine the research question from a point of view of other professional groups.
References
1. Bliss, H. (2014). What is a competency profile? WiseGEEK. Retrieved from www.wisegeek.com/ what-is-a-competency-profile.htm
2. Chai, K. H., Wang, Q., Song, M., Halman, J. I. M. & Brombacher, A. C. (2012). Understanding Competencies in Platform-Based Product Development: Antecedents and Outcomes. Journal of Product Innovation Management, 29(3), 452-472. doi: 10.1111/j.1540-5885.2012.00917.x
3. Changnian, L., Jie, F. & Faxin, C. (2015). The Empirical Research on Independent Innovation Competencies of Enterprise R&D Departments. Asian Social Science, 26(11), 95-103. doi:10. 5539/ass.v11n26p95
4. Comite Europeen de Normalisation. (2015). EN ISO 9001:2015: Quality management systems - Requirements. Bruxelles: Author.
5. Conti, T. (2007). A history and review of European Quality Award Model. The TTQM Magazine, 19(2), Emerald Group Publishing Limited. doi 10.1108/09544780710729962
6. Council on Foundations, (2006). Competencies for CEOs of private foundations. Washington DC: Author.
7. Davenport, T. H. & Prusak, L. (2000). Working knowledge. Boston: Harvard Business School Press.
8. Hammer, M. & Champy, J. (1993). Reengineering the corporation. New York: Harper Business.
9. Harmon, P. (2003). Business process change. San Francisco: Morgan Kaufmann.
10. Hintringer, S. & Nemetz, M. (2011). Process driven Competence Management: A Case Study at Hilti Corporation. Conference: 6th Conference on Professional Knowledge Management: From Knowledge to Action, February 21-23, 2011 in Innsbruck, Austria.
11. Houé, R., Grabot, B. & Tchuente, G. (2011). Fuzzy logic in competence management. EUSFLAT Conference (651-656).
12. Jeston, J. & Nelis, J. (2008). Management by process. Oxford: Butterworth-Hinemann.
13. Jevšček, M. & Gorenc-Zoran, A. (2015). Kompetenca ali kompetentnost? HRM: strokovna revija za ravnanje z ljudmi pri delu, 67, 58-60.
14. Macwan, N., & Srinivas, S. P. (2013). Performance Appraisal using Fuzzy Evaluation Methodology. International Journal of Engineering and Innovative Technology. 3: 324-329.
15. Macwan, N., & Srinivas, S. P. (2014). A Linguistic Fuzzy Approach for Employee Evaluation. International Journal of Advanced Research in Computer Science and Software Engineering. 1: 975-980.
16. McClelland, D. C. (1973). Testing for competence rather than for intelligence. American Psychologist, 1(28), 1–14.
17. McClelland, D. C. (1975). A competency model for human resource management specialist to be used in the delivery of the human resource management cycle. Boston: McBer.
18. Moradi, M., Maleki, M. & Pilehrod, H.A. (2015). Leadership competency evaluation by integration of fuzzy Shannon's entropy and VIKOR methods. Global journal of advanced research, 2(12), 1864-1870.
19. Ostroff, F. (1999). The horizontal organization. Oxford: Oxford University Press.
20. Paquette, G. (2007). An ontology and a software framework for competency modeling and management. Educational Technology & Society, 10(3), 1-21.
21. Spanyi, A. (2006). More for less: the power of process management. Tampa: Meghan-Kiffer.
22. Spencer, L. M. & Spencer, S. M. (1993). Competence at work: models for superior performance. New York: John Wiley & Sons, Inc.
23. Suleman, A., & Suleman, F. (2012). Ranking by competence using a fuzzy approach. Quality & Quantity, 46(1), 323-339. doi: 10.1007/s11135-010-9357-1
24. Verle, K. & Markič, M. (2012). Model vpliva kompetenc managerjev na sodobne oblike organiziranosti in dodano vrednost (Doktorska disertacija). Univeza na Primorskem, Fakulteta za management, Koper.
25. Vervenne, L. (2009). Proposed draft standard for a competency model and its instantiation as a competency profile. TenCompetence Creative Commons. Retrieved from http://hdl.handle.net/ 1820/2299
26. Womack, J. P. & Jones, D. T. (2003). Lean thinking. London: Simon and Schuster.
